Change Maker

The turn of 2022/2023 will have a special significance for Progroup. And for Maximilian Heindl personally. After a history stretching back 30 years, this will mark not just the start of a new decade for the ­company. It will also herald a new era with Maximilian Heindl because he is taking over the role of CEO of Progroup AG from his father. He defined his mission some time ago: Building on the strengths of the family company. Openly confronting the challenges of a new age. ­Actively shaping change together with his employees.

Sustainable business practices and social responsibility are now an integral part of modern business ­management. In the case of family-run companies, they have always been one of the key aspects of how they operate. “From a historical perspective, entrepreneurship was always a family ­matter. In this context, responsibility ­means handing your own company over to the next generation,” says Prof. Tom A. Rüsen. He is the managing director of the Witten Institute for Family Businesses and a long-standing companion of Progroup. Among other things, he advises the founding family on how to implement generational change. “Leading and passing on a family business also always means taking on an administrative, overarching role over time. You need to treat the people that you are entrusted to look after during this time with great care. You need to adopt the same approach with resources and funds. This is the only way to create a solid foundation for the next generation.”

Early succession planning at all levels

Transferring responsibility, the succession process, is a very challenging issue in family companies. “These companies operate according to traditional models that have become very established in our society,” explains Prof. Rüsen. “The way that a company is perceived is often shaped by a central entrepreneur. The development is very heavily focused on a visionary figure who has an idea and manages to impress people with it.”

Even though this circumstance makes the succession process complicated – it can succeed: “In a family of entrepreneurs, things are always discussed at three levels simultaneously,” knows Rüsen. “At the level of the individual person, the level of the family as a whole, and at the commercial level of the company. It is advisable to have a kind of family constitution and clarify the following: How do we want to be as a family? How do we want to position ourselves as a responsible community? How do we want to shape the future?” He oversees this process and helps the founding family to implement it: “The Heindl family has led the way in confronting these very demanding questions and answered them for itself.” The jointly devised family constitution is regularly updated to reflect the current requirements.

Successfully combining ­stability and dynamism

“The values which matter to us as a family have also formed the basis for the way we work together at Progroup right from day one,” says Maximilian Heindl in describing the situation he will inherit when he takes on his role as CEO. “Progroup itself was a revolution in the industry. This all started with the basic principle of not competing with our own customers, so concentrating solely on the corrugated board sheets, and extended through to focusing on the Family2Family ­business,” says Heindl in summarising what makes the company so special.

“Continuing to successfully combine this stability and dynamism in the future will be the challenge,” he says in explaining the demanding task which he will take on when he succeeds the company’s founder Jürgen Heindl. What may at first glance appear like a contradiction is not a contradiction to him. On the contrary: Continuity and change are things that are already implemented at Progroup. The company thinks long-term and consistently champions innovations.

Maximilian Heindl’s aspiration is to carry on pursuing this successful ­business model. To continue down the established path – and yet still make his own mark. He will rely on his own ­vision and ability to get things done. For him, both of these attributes are essential for managing a company successfully. You need to be visionary and have a clear image of the future. You must regularly ask yourself where you are heading and what you want to achieve in the next ten years. ­Maximilian Heindl is convinced: “A good plan is not worth much if you have no idea how to implement it.”

Practising every facet of sustainable management

In every decision he makes, he thinks it is important to incorporate the three dimensions of sustainability.

• Ecological sustainability, based on the question: How do I handle finite resources? How can I improve my ­energy footprint?
• Social sustainability:How can I as a company engage in society? What do I personally represent? What corporate culture do I wish to represent both internally and externally?
• Economic sustainability: What steps need to be taken to make the company futureproof, so that the next ­generation can also inherit a solid foundation?

According to Heindl, this is particularly key for family businesses: “We ­rely on enduring partnerships – with our customers, suppliers and employees. This is what Progroup is renowned for. But this can only work if a ­company has a healthy economic foundation.”

In ecological terms, he has always considered Progroup to be in a very good position: The choice of product provides a solid basis – renewable raw materials and a circular economy that works are characteristic aspects of the production of corrugated board. Another aspect is the consistent use of innovative technologies which makes Progroup highly energy-efficient.

Maintaining relationships within the network society

Progroup has also always led the way when it comes to networking. Ever since the company was founded, it has been one of the defining themes. But Maximilian Heindl knows that things are evolving here too: “We want to make even better use of the data we generate. This is the only way for us to maintain our advantage. We are living in an age that presents us with different demands to those we had 30 years ago and challenges us every single day in a network of networks. Everyone is connected to everyone else constantly and everywhere. This presents us with not just a technological challenge, but also a social one. In our attitude and the way we think. This is why we must constantly ask ourselves how we can modernise the way we work together within the company, with our customers and suppliers.”

For as the company’s size increases, it is becoming ever harder to maintain the same level of personal relationships. Maximilian Heindl gets a vital boost and valuable support from the Professionals Academy, which is run by his brother Vinzenz. It provides Progroup’s customers with practical knowledge and offers them a network in which they can chat to each other. Conversely, Progroup wants to gain an even better understanding of how it can provide even more support to its customers in the future. Open communication and maintaining the network remain a key topic in internal relations too. Heindl stresses the great importance of transparency and appreciation for successful business management: Employees want to know how the company is doing, what plans and goals it has, and what their prospects are. Good communication, dialogue with employees and giving people freedom help to shape the world of work collaboratively. “Today there is an increasing focus on the capabilities that allow us to respond quickly to changes and unforeseen events,” acknowledges Heindl. ­“Interpersonal skills are as much a part of a person’s core expertise as integrated, strategic thinking.”

Here too, time as a factor plays a crucial role for Maximilian Heindl. “We have always offered stability and will continue to do so in the future.” Alongside the focus on values, this is one of the key factors that helps to make Progroup such an attractive employer. At the same time, we want to impress our colleagues, and ­inspire them to take delight in embracing change.”

Verantwortung auf mehrere Schultern verteilen
Diese zunehmende Veränderung im modernen Unternehmensmanage­ment bestätigt Prof. Rüsen: „Heutige Führungspersönlichkeiten müssen sich mit ganz anderen Anforderungen auseinandersetzen als vorangegange­ne Generationen. Wir sehen einen deutlichen Wandel hin zum post-patriarchalen Management, weg von der einen zentralen Führungsfigur an der Spitze. Die zunehmende Aufgabenkomplexität hat zur Folge, dass deutlich stärker in Teamstruktu­ren gedacht wird. Unternehmen setzen auf Gruppenintelligenz. Aufgaben werden in Teams gedacht.“ Und das hat Folgen für die Definition von Führung: „Früher waren Unter­nehmen klassischerweise in Profit-Centern organisiert, für die eigene Periodenerfolge ermittelt wurden. Die Bereichsleiter operieren hier gewissermaßen wie selbstständige Unternehmer“, so Rüsen. Doch das habe Silodenken etabliert. „In diesen Strukturen denkt jeder nur an seinen eigenen Bereich und verliert die Gruppe aus seinen Augen. Führungs­qualität bedeutet heute, in Team­strukturen zu agieren. Dabei gilt es, Entscheidungen gemeinsam zu erarbeiten – und zu tragen.“

Für den Wechsel an der Spitze sieht Prof. Rüsen Progroup bestens gerüstet. „Jürgen Heindl hat das Unternehmen gegründet. Seine Aufgabe vor 30 Jahren war eine andere als die seines Nachfolgers, der das Unternehmen in die Zukunft führt. Beide haben über Jahre intensiv zusammen daran gearbeitet, Organi­sation und Führung neu zu gestalten und den heutigen Anforderungen anzupassen. Jetzt gibt es eine neue, auch auf Teams ausgerichtete Struktur. Gleichzeitig bleiben die Unternehmens­strategie und das zentrale Wertegerüst als solide Basis bestehen. Damit vermittelt Progroup Kunden und Mitarbeitern zum einen Stabilität und zum anderen Vertrauen. Die Übergabe von Verantwortung an die nächste Generation wird den gewandelten Aufgaben gerecht.“

Die nächste Generation, Maximilian Heindl, möchte erreichen, dass die Mitarbeiter in ihren jeweiligen Berei­chen zu „Mitgestaltern des Wandels“ werden. „Kluge Entscheidungen entste­hen aus konstruktiver Kooperation und aus der Kraft eines gemeinsamen Verständnisses. Das steigert die Quali­tät immens“, betont er. Ihm geht es darum, dass sich vor allem ein Gedanke festigt: Es gibt nicht den einen, der alle Probleme löst – vielmehr ist es das Team als Ganzes, das Heraus- forderungen gemeinsam meistert. Wer sich am besten mit einer Sache auskennt, sollte Wegbereiter einer Entscheidung sein. „Das ist aus meiner Sicht der beste Weg, um den Wandel nicht nur zu moderieren, sondern ihn zu gestalten und voranzutreiben.“ Die Weichen dafür wurden bereits vor mehreren Jahren gestellt. Seitdem wird der Vorstand durch eine operative Führungsebene unterstützt. Verant­wortung auf mehrere Schultern zu verteilen ist der zentrale Faktor, um Wachstum nachhaltig voranzutreiben. Davon ist Maximilian Heindl überzeugt.